Background Management of Health Systems or “Practice Management” is required by the ACGME for Family Medicine ACGME Requirements for Health Systems Management (effective July 2014): Must have at least 100 hours (or one month) Should be active participants and leaders in practices, communities and profession Should be a member of health system or professional group committee Must receive regular reports of productivity, financial performance, clinical quality, and training to analyze reports Must attend regular FMP business meetings ACGME Family Medicine Milestone Project/Systems Based Practice: “Residents will be evaluated on provision of cost-conscious medical care, emphasis on patient safety, advocacy for individual and community health, and coordination of team based care.” Create an engaging and relevant practice management curriculum based in real-world experience that aligns with institutional goals Involve residents in clinical business operations to establish relevance and build partnership between clinic leadership and resident leaders Align resident and faculty productivity and patient satisfaction reports Gives the resident/faculty team a common language to build collaborative practice environment aligned with institutional goals Integrate longitudinal elements with targeted educational experiences and block rotations into a comprehensive Practice Management Curriculum focused on leadership and practice management skills Personalize leadership development to leadership self-assessment Development of Leadership Library Addition of ambulatory safety reporting monthly at business meetings Objective Methods Next Steps in our Evolution Registry work Transitions of Care experience Care Management collaboration Observation in alternative models in PCMH clinics Interprofessional team leadership development with Objective Structured Video Examination (OSVE) Shared Medical Appointment PCMH Rotation CV preparation Practice selection Coding audit Malpractice insurance & risk management Business operations Contracting Employment law Financial benchmarking Practice Management Rotation Fee Schedule Review Management of patient complaints Productivity with benchmarks Patient Safety process Quality Reports review Advanced Clinical Leadership Practice Patient satisfaction: qualitative and quantitative feedback Resident productivity reports: patient visit numbers, coding index, wRVu Review with advisor Review clinic data on patient satisfaction, quality reports, and financials Discuss clinical business; venue for resident-led initiatives Monthly provision of personal quality reports & registries Dedicated time to work with clinic team on patient registries Quarterly Productivity & Patient Satisfaction ReportsMonthly Clinical Business MeetingMonthly Quality Reports & Registry Work R3 guides new interns through initial continuity clinic sessions using a standardized checklist of care team elements Demonstrate and discuss clinic care team model elements R3 leads interprofessional team through year-long PDSA cycle Clinical Mentorship Care Team Model Didactic CQI Leadership Training Professionalism Managing Yourself to Minimize Malpractice Quality & Safety in Patient Care Leadership Style Self-Assessment (DiSC) Leading the Inpatient Service Giving Feedback: Crucial Conversations Teaching on the Fly Finding Your First Job – R3 Panel Personal Finance Effective Negotiation Skills R1 Retreat Leadership SeminarR2 Retreat Leadership Development Patient Safety: I-PASS handoff process Building Effective Relationships as a Leader (DiSC) Effective Team Leading; running a meeting, decision making styles, change management Practice Management Curriculum: An Evolving Design Bernadette Kiraly, MD; Sonja Van Hala, MD, MPH, FAAFP Presented at STFM Annual Spring Conference, May 2014, San Antonio, TX